Three projects, from three positions: inside a company, consulting for one, and running my own.
An online pharmacy was converting at 0.48%, and four departments each had a different explanation. The friction customers hit at checkout turned out to be the product of decisions none of them had made with the customer in the room.
An agency kept winning clients it couldn't succeed with, and its proposals died after strong first meetings. The brief was to reposition — but the research put the problem inside the buyer's decision, not in what the agency said about itself.
Customers kept asking for a physical store, though most of the business ran online and building one would have pulled pricing away from the position the business depended on. So the question became what job a store was being hired to do.